Buad 304 Ch. 1-8 Outlines

Buad 304 Ch. 1-8 Outlines - BUAD 304 PROGRESS EXAM 1 CH 1-8...

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Unformatted text preview: BUAD 304 PROGRESS EXAM 1 CH. 1-8 OUTLINES C hapter 1- What is Organizational Behavior? 1. Importance of Interpersonal skills a. Understanding role of human behavior in determining a manager’s effectiveness i. Technical skills ii. Quantitative skills iii. Leadership iv. Communication v. Interpersonal skills 1. Attracts AND keeps high-performing employees 2. Develops positive social relationships, which lead to a. Lower stress at work b. Lower intentions to quit c. Generate superior financial performance 2. What managers do a. Define i. Manager (or administrators): Individual who achieves goals through other people ii. Organization: consciously coordinated social unit, composed of 2 or more ppl, that functions on a relatively continuous basis to achieve a common goal or set of goals. b. Management functions i. Old theory by Henri Fayol French Industrialist 1. Planning 2. Organizing 3. Commanding 4. Coordinating 5. Controlling ii. Today’s theory 1. Planning a. Defining organization’s goals b. Strategizing to achieve goals c. Developing comprehensive plans to integrate and co- ordinate activities 2. Organizing a. Designing organization structure b. Determines tasks: who, what, how c. Task groups / hierarchy / authority 3. Leading a. Direct and co-ordinate people b. Resolve conflicts 4. Controlling a. Monitor performance b. Compare with previously set goals c. Correcting significant deviations c. Management roles (sets of behaviors) i. Interpersonal 1. Figurehead: supervisory (college president) 2. Leadership: hire, train, motivate, discipline employees. 3. Liaison: provides information. ii. Informational 1. Monitor: collect information from competitors, trends, markets 2. Disseminator: transmit information to org. members 3. Spokesperson: represent organization to others iii. Decisional 1. Entrepreneur: searches for new opportunities, projects for change 2. disturbance handler: responsible for corrective action when faced with unforeseen problems 3. resource allocator: makes or approves decisions 4. negotiator: represent organization for major negotiations. d. Management skills (or competencies) i. Technical: ability to apply specialized knowledge or expertise ii. Human skills: ability to understand, communicate, motivate, support iii. Conceptual: mental ability to analyze, diagnose complexities, organize and execute a plan of action, integrate new ideas, be innovative. e. Effective versus successful managerial activities i. 4 types 1. Traditional management a. Decision making, planning and controlling 2. Communication a. Exchanging routine info and processing paper work 3. Human resource management a. Motivating, discipline, managing conflict, staffing, training 4. Networking a. Socializing, politicking, outside interaction ii. Successful managers (speed of promotion) emphasize opposites to traditional management, communication, human resource management, and networking as do effective managers (quantity and quality of performance; satisfaction and commitment of...
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This note was uploaded on 02/11/2012 for the course BUAD 304 at USC.

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Buad 304 Ch. 1-8 Outlines - BUAD 304 PROGRESS EXAM 1 CH 1-8...

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